Material flow optimisation
Initial situations from my experience:
For logistics, the tasks in the material flow optimisation sector are multi-facetted. The logistics processes in companies are often historically grown. A large number of companies focus primarily on production processes. Logistics as a service function is often neglected. Furthermore, production areas are often laid out, transferred or compacted without taking the arising logistics costs into consideration. If this is the case, one can often find the following weak points:
- unstructured processes
- lack of clear sectors of responsibility
- long distances not covered by consolidated transports
- unnecessary re-packing processes
- high stock levels in the production areas
- lack of transparency regarding the employees' actual workload
- reluctance to change within individual departments
- lack of transparency regarding on-site logistics costs
Approach:
The LANGE CONSULTING project approach for material flow optimisation starts with a material flow analysis and the listing and evaluation of the logistics processes, logistics costs and the resources used. Methods such as value stream design and benchmarking are used for this purpose.
The next step is to find the fields of activity, based on the results of the analysis phase. New strategies for the most varied areas are the foundation for an initial estimate of the existing potentials.
Logistics has a cross-sectional function within the company. This becomes particularly evident when observing the on-site logistics processes and their interfaces. Changes in logistics processes, for example the change of an on-site storage or transport concept have a marked effect on other areas such as production / assembly. For this reason all affected departments are involved at an early stage in the development of a strategy and a concept.
If the estimated potentials prove promising, the project is moved on into the concept phase. A rough concept phase, based on which the estimated potentials are validated, is followed by the detailed concept, the new material flows and on-site logistics.
The detailed concept is the foundation for the subsequent implementation phase. It contains all implementation measures and time schedules for the swift implementation of the new, more efficient processes.
Within the implementation phase the new processes are introduced step by step. Staff is given information, training is carried out, user manuals are created and pilot phases for process tests in individual areas set up. Particularly in the implementation phase, ideally mixed, cross-departmental teams made up of company employees and the LANGE CONSULTING company are assembled. This guarantees the implementation and sustainability of the newly-introduced processes and increases the awareness of their responsibility amongst the employees.
Results:
- The following results are achieved in the optimisation of material flow:
- Savings in logistics personnel and equipment,
- Savings in surface areas, especially in the production areas (e. g. buffer-spaces),
- Avoidance of missing parts in production,
- Continuous workload for the employees,
- Clearly structured areas of responsibility for the employees and thus transparency in the deployment of personnel,
- Improvement of ergonomics at the workplace and
- Improvement of workplace safety
